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Setting Strategic
Priorities
Brought to you by:
CiMH and Laree Kiely, PhD
The Kiely Group
www.kielygroup.com
Your Presenters
Donna Wigand
Laree Kiely
If it feels like this, it’s about time and
it’s about time!!
The Essence of Prioritizing is:
To make the most amount of impact and
progress toward the organization’s goals with
the least amount of effort
• Skopec and Kiely, Taking Charge
The Essence of Prioritizing is:
To make the most amount of impact and
progress toward the organization’s goals with
the least amount of effort
• Skopec and Kiely, Taking Charge
and
The Essence of Prioritizing is:
To make the most amount of impact and
progress toward the organization’s goals with
the least amount of effort
• Skopec and Kiely, Taking Charge
and
To be ready for whatever is coming!!
Simple Prioritization
• At a simple level, you can prioritize based on time constraints,
on the potential profitability or benefit of the task you're
facing, or on the pressure you're under to complete a job.
Simple Prioritization
• At a simple level, you can prioritize based on time constraints,
on the potential profitability or benefit of the task you're
facing, or on the pressure you're under to complete a job:
• Prioritization based on project value or profitability is
probably the most commonly-used and rational basis for
prioritization. Whether this is based on a subjective guess at
value or a sophisticated financial evaluation, it often gives the
most efficient results.
Simple Prioritization
• At a simple level, you can prioritize based on time constraints,
on the potential profitability or benefit of the task you're
facing, or on the pressure you're under to complete a job:
• Prioritization based on project value or profitability is
probably the most commonly-used and rational basis for
prioritization. Whether this is based on a subjective guess at
value or a sophisticated financial evaluation, it often gives the
most efficient results.
• Time constraints are important where other people are
depending on you to complete a task, and particularly where
this task is on the critical path of an important project. Here, a
small amount of your own effort can go a very long way.
Simple Prioritization
• And it's a brave (and maybe foolish) person who resists his or
her boss's pressure to complete a task, when that pressure is
reasonable and legitimate.
Tactical
Activities Must
Align to
Strategic Goals
and Outcomes
What is your typical daily pattern?
What is your typical daily pattern?
• Do the hard, most
important, thinking
stuff at your peak
time of the day
What is your typical daily pattern?
• Do the hard, most
important, thinking
stuff at your peak
time of the day
• Save the easier stuff
for when you are at
your lowest physical
or mental energy
Make a List
Why am I doing this?
• To what does it contribute?
Leading the Change to
Priority-Based Activities
Becoming a “why” culture:
• The “why” Always the “why”
• Why the “why”?
• A focus on curiosity versus certainty
• Questions rather than answers
• And the “who” Always the “who”
5 Levels of “Why”
• Ask “why” 3 to 5 times to get to the core issue
• Or “click down” on one of their words
• Use their words to gather more meaning
• When they start to struggle with the answer, you are close to
the core
• Practice SILENCE—Let them think
• If you go down the wrong path, back up and start down another
Prioritization Matrices
Michael Brassard, who wrote The Memory Jogger II in 1994
said a prioritization matrix is said to:
• Quickly surface basic disagreements so that they may be
resolved up front.
• Force a team to focus on the best things to do, not
everything they could do, dramatically increasing the
chances for implementation success.
• Limit hidden agendas by surfacing the criteria as a
necessary part of the process.
• Increase the chance of follow-through because consensus is
sought at each step in the process (from criteria to
conclusions).
• Reduce the chances of selecting someone’s pet project.
Prioritization Matrices
To be used when:
• There are many tactical activities and there isn’t
enough time to do them all
• We are being given tasks to do from multiple
sources
• Resources are limited
• Tasks are competing
• We don’t know why we are doing what we are
doing
Make a list of everything…
…That you do or need to do or will be doing
• Big and small
• One time only and repetitive
Level 1: The Urgent Versus Important
Matrix
Where do you spend the largest
percentage of your time?
Level 1: The Urgent Versus Important
Matrix
Level 2:
The High
Versus
Low
Model
HIGH IMPACT
Do first:
biggest
impact, easiest
HARDER
EASIER
Do last: lowest
impact, hardest
LOW IMPACT
Strategic
Priorities Must
Accomplish
Strategic Goals
and Outcomes
For leaders, it is critical that our work
is adding up, not just stacking up
• Organization’s
purpose: why
do we exist
• For whom do
we exist?
THE ARCHITECTURE OF STRATEGY
Why do you
exist?
For whom?
How do you
define
success?
THE VALUE CLUSTER
YOU
Immediate
consumer
Intermediate
consumer
Etc.
Etc.
Ultimate
consumer
The Value Chain
YOU
Immediate
consumer
Intermediate
consumer
Etc.
The Value Cluster
Etc.
Ultimate
consumer
What’s
Coming?
The big ticket items
• The Triple Aim
• Payment reform
• Meaningful use
• Other unknowns??
Prioritization Matrices:
Complexity Level 3 Criteria Method
Steps:
1. Agree on the ultimate goal to be achieved in
a clear, concise statement
Complexity Level 3 Criteria Method
Steps:
1. Agree on the ultimate goal to be achieved in
a clear, concise statement
2. Create the list of criteria
Complexity Level 3 Criteria Method
Steps:
1. Agree on the ultimate goal to be achieved in
a clear, concise statement
2. Create the list of criteria
3. For each criterion, we assign a value of 1
(lowest) to 5 (highest)
Complexity Level 3 Criteria Method
Steps:
1. Agree on the ultimate goal to be achieved in
a clear, concise statement
2. Create the list of criteria
3. For each criterion, we assign a value of 1
(lowest) to 5 (highest)
4. See which total is highest and that should
inform how you spend your time
Complexity Level 3 Criteria Method
Steps:
1. Agree on the ultimate goal to be achieved in a
clear, concise statement
2. Create the list of criteria
3. For each criterion, we assign a value of 1
(lowest) to 5 (highest)
4. See which total is highest and that should inform
how you spend your time
5. Decide how this will manifest itself on a daily,
weekly, monthly calendar for each person
involved
Complexity Level 3 Criteria Method
Steps:
1. Agree on the ultimate goal to be achieved in a clear,
concise statement
2. Create the list of criteria
3. For each criterion, we assign a value of 1 (lowest) to 5
(highest)
4. See which total is highest and that should inform how
you spend your time
5. Decide how this will manifest itself on a daily, weekly,
monthly calendar for each person involved
6. Then treat like a project plan with due dates and
responsible people
Complexity Level 3 Criteria Method
Project
#1
#2
#3
#4
#5
#6
Criterion Criterion Criterion Criterion Criterion Criterion
1
2
3
4
5
6
TOTAL
Complexity Level 3 Criteria Method Example
Project
Family
members
involved
Costs
money
Amount of
time
Stress
level
Complexity
Involves
outside
help
TOTAL
#1 Packing to move
5
1
5
4
4
1
20
#2
Getting new house
ready
1
3
3
3
3
1
14
#3
Closing out bills to
old house
1
1
2
1
1
1
7
#4
Buying new
furniture
4
5
2
1
2
2
16
#5
Unpacking in new
house
5
2
5
5
5
1
23
1=Low; 5=High
HELPS WITH SEQUENCING AND SETTING ASIDE
THE APPROPRIATE AMOUNT OF TIME AND RESOURCES
Complexity Level 4
Weighted Criteria Method
• Carpenter Model: An electronic version of his
template and description of how to use it is
available at:
http://www.isixsigma.com/index.php?option=com_k2&v
iew=item&id=253:prioritization-matrix-is-made-easierwith-a-template&Itemid=224
• The Carpenter model is a more complex
model to use. You can always create your own
version of his model, using different weights
or values.
CRITERIA WEIGHT
1
2
3
4
5
6
7
X
0.20
0.10
0.10
0.10
0.10
0.20
0.80
0.01
2 Service costs
5.00
X
0.20
0.20
0.10
0.20
5.00
10.70
0.08
3 Ease of use: administration
10.00
5.00
X
1.00
1.00
0.20
10.00
27.20
0.20
4 Ease of use: user
10.00
5.00
1.00
X
5.00
5.00
10.00
36.00
0.27
Conforms to open web
5 standards
10.00
10.00
1.00
0.20
X
0.20
1.00
22.40
0.17
6 Scalable
10.00
5.00
5.00
0.20
5.00
X
5.00
30.20
0.23
Directory-based access
7 controls
5.00
0.20
0.10
0.10
1.00
0.20
X
6.60
0.05
0.00
0.00
X
0.00
0.00
133.90
1.00
Little to no customization
1 necessary
Complexity
Level 4
Weighted
Criteria
Method
8 CRITERIA #8
8
X
9 CRITERIA #9
COLUMN TOTALS
9
TOTAL DECIMAL VALUE
50.00
25.40
7.40
1.80
12.20
5.90
31.20
0.00
0.00
1
2
3
4
5
6
7
8
9
X
10.00
5.00
5.00
20.00
0.44
2 EMG
0.10
X
10.00
5.00
15.10
0.33
3 SUN
0.20
0.10
X
10.00
10.30
0.22
4 NEXID
0.20
0.20
0.10
X
0.50
0.01
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
X
0.00
0.00
0.00
45.90
1.00
Little to no customization
necessary
1 MicroLog
5 SELECTION #5
X
6 SELECTION #6
X
7 SELECTION #7
X
8 SELECTION #8
X
9 SELECTION #9
COLUMN TOTALS
0.50
0.50
15.10
20.00
0.00
0.00
0.00
0.00
TOTAL DECIMAL VALUE
Complexity Level 4
Weighted Criteria Method
Complexity Level 5:
Full Analytical Criteria Method
Full Analytical Criteria Method
Full Analytical Criteria Method
Managing Multiple, Sometimes
Competing, Demands
• Being given tasks
from above
– Enlisting their help
– Your strategic
assessment
• Delegating tasks to
people deeper in the
organization
– Helping them decide
– Up-leveling their skill
sets
Delegate: The Authority Scale
Levels of AUTHORITY and AUTONOMY
Level 7: Team/Individual researches,
determines options, chooses option,
acts, and does not report to manager
Level 6: Team/Individual researches,
determines options, chooses option,
acts, reports only failure to manager
Level 5: Team/Individual researches,
determines options, chooses option,
acts, reports results to manager
Level 4: Team/Individual researches,
determines options, chooses option,
manager gives final approval
Level 3: Team/Individual researches,
determines options, makes
recommendation, manager decides
Level 2: Team/Individual researches, suggests
options, manager chooses
Level 1: Team/Individual researches, manager
decides
The Overall Job Expectancy Scale
Most Independent
Level 6: Act independently, no need to
report
Level 5: Act independently, report
routinely
Level 4: Act independently, report
immediately
Level 3: Recommend action, do
whatever directed
Level 2: Ask what to do
Level 1: Wait to be directed
Least Autonomous
“Whatever you can do, or dream you
can, begin it. Boldness has genius,
power, and magic in it”
-goethe-
Bottom Line:
One of the main reasons we have managers who
oversee us is to help us with prioritization.
Why might that be the case?
The same goes for the people you supervise
Making Best Use of Your Time and
Resources
• Prioritization is the essential skill you need to make the
very best use of your own efforts and those of your team.
It's also a skill that you need to create calmness and space
in your life so that you can focus your energy and attention
on the things that really matter.
• It's particularly important when time is limited and
demands are seemingly unlimited. It helps you to allocate
your time where it's most-needed and most wisely spent,
freeing you and your team up from less important tasks
that can be attended to later... or quietly dropped.
• With good prioritization (and careful management of
reprioritized tasks) you can bring order to chaos, massively
reduce stress, and move towards a successful conclusion.
Without it, you'll flounder around, drowning in competing
demands.
Why does
it matter?
Because time is a precious resource
Since every activity you do
needs to align with your
organization’s purpose,
goals and objectives, start
by always asking:
How does this?
Priority 1
Priority 2
Priority 3
Priority 4
Help us get here?
How does this?
Priority 1
Priority 2
Priority 3
Priority 4
Agency’s
Strategic
Goals
…to ultimately
get us here:
…to ultimately
get us here:
Thank You!!
Let us know how we can
help
CiMH
and
The Kiely Group